Mr Schoeman Rudman,
General Operations Manager ABSA Life Schoeman Rudman read law at the University of Port Elizabeth, South Africa. After obtaining a legal degree in 1980 he spent 4 years as a state prosecutor before joining SANLAM as a legal consultant and later as a marketing manager.
In 1989 he joined Momentum Life as Senior Marketing Manager and was promoted in 1990 to Assistant General Manager, Life Administration. He launched a massive business re-engineering drive two years later to re-design the total operations area of the company, using automated workflow, document management, electronic data interchange, voice and other technologies. He also introduced outcome based remuneration to all of the operational areas of Momentum. His vision was to steer the company from a hierarchical structure to a flat structure, using multi-skilled, self-directed teams.
He was promoted in January 1994 to General Manager, Client Liaison and Operations and was responsible for Operations and Information Technology. With the added responsibility of IT his decision to rewrite the core business systems of the company in an object-based development environment, resulted in the negotiation of joint ventures with IBM South Africa (then ISM) and Sapiens International.
The design of the new system was based on IBMs Insurance Application Architecture and as part of the joint venture with Sapiens and IBM, the Sapiens development environment was ported to the AS400. Momentum also developed a beta version of a classification/specification engine (called the Insurance Product Manager).
In January 1996 he was given the responsibility to research and develop alternative distribution channels not utilized by Momentum Life these included call-centres, the Internet and inter-active video kiosks.
Schoeman joined IBM in July 1996 as Director, Electronic Business for Insurance World Wide. Based in White Plains, New York he was responsible for formulating an e-business strategy for IBM for insurance worldwide, including the setting up of electronic communities and infrastructure to enable electronic trade. He was also involved in a global study called The Marketspace study to research the future business impact of e-technology to help inform the strategy. This strategy included the rethinking of business processes and a philosophy to include Affinity and Worksite Marketing.
In August 1998 he joined Computer Sciences Corporations Financial Services Group for Europe, Middle East and Africa in the United Kingdom. He was assigned the responsibility of setting up a joint venture administration company with Hollard Insurance in South Africa. The core focus of this company was to create a world class administration capability for the administration of employee benefit related products and services, utilizing business to business and client to business e-processes. The ultimate view was to reshape employee benefits away from a product to a channel focus, and to enable the take-on of clients en mass through group schemes, but then manage the members as individual clients. This approach enabled a consolidated portfolio per client, maximizing cross-selling capabilities.
When the 2-year assignment in South Africa terminated, he was approached by FirstRand to implement a Bancassurance model in FNB. He rejoined FirstRand with effect October 2000. His mandate was to maximise the bancassurance opportunity across all segments in FNB. This included:
1. Working with the entire segment CEOs to better understand client needs in the segment and to identify and manage opportunities;
2. To optimise the distribution capabilities per segment and to set up additional distribution capabilities where required; and
3. To source and/or set up the necessary product development capability to enable segment specific products.
He introduced a new target-setting and sales management system across all branches, two new product houses were developed and a joint venture agreement concluded with Momentum, two new self-funded (commission-based) sales channels were set up to sell both bank and insurance products, and insurance expertise have been deployed across all segments and collaboration targets have been set and implementation projects implemented. The administration was again workflow-based (AWD) and included OBR.
With effect January 2007 he was given the additional mandate to implement outcome based remuneration across FNB. The purpose was to move the company away from a salaried approach to one where people are rewarded in line with value created. The project is referred to as WYOP (Write Your Own Pay-cheque)
On 1 May 2008 he decided to retire from Corporate Life and started his own Consulting Company (Value Consulting). After a 3 month Sabbatical he signed a 30 month contract with ABSA Life to implement radical change across the entire business.
Based on the previous business process management and commercial experience, he designed the Absa Life Change program. The main elements of the Program are:
Replace the multitude of existing partly non-integrated systems with a single client centric system that enables on the fly product development as well as flexible processes that allows for unique customer experiences;
Implement a workflow system that guides people to do the right thing at the right time in processes as well as enables any eligible user to have access to documents, faxes, e-mails or smss as and when required in processes; and
Design and measure what people are contributing to processes as well as their behaviours and then reward them appropriate to their output .
Value Consultings core strength is based upon the deployment of its intellectual capital to add value to our clients, and building long-term partnerships. Our intellectual capital comprises of a multi-disciplinary team having a collective relevant experience base of more than 100 person-years, within local and international industries, predominantly in the Financial Services sector.
The Value Consulting team has significant and relevant experience in the field of business process management and business process management technologies including Outcome Based Remuneration, which enables them to maximise the potential benefits that BPM technologies can deliver.
The ABSA Life Change Project (ACP) has been launched in order to redefine ABSA Life to enable it to meet its new strategic objective. This strategic objective is:
To enable ABSA Life to achieve its targets of 2012 by 2012 by wowing their customers continually because they have the right people with the right attitudes, managed and rewarded the right way, enabled by world class systems and processes.Appearing: IT Service Management Day, Mond 23 August 10.15am Case study: Unlocking real business value by using
comprehensive work management
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How do you understand the business need?
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How do you select the technologies?
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How do you take the client and employees with you on the
journey?
Mr Schoeman Rudman, General Operations Manager,
ABSA Life |
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We are busy putting together the agenda for IT Service Management World Africa 2010.
If you would like to participate as a speaker and present a paper please contact us.
Lauren Dansky – Conference Manager +27 (0) 11 516 4954
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